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Developers shouldn't start acting like rock stars simply because they've shipped a product, writes Andy Kim. Humility and a willingness to buckle down and focus on perfecting your product during the post-launch period make it far more likely you'll succeed in the long run, Kim writes. "If you throw a party after you ship and act like the world is your oyster, you're probably on the road to failure," he warns.

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Thinking about what your target customers are doing immediately before and after they use your product can help you come up with ideas for new features, writes venture capitalist Tomasz Tunguz. In addition, this tactic can provide valuable insights into the mindset of your customers and why they use your product in the first place.

Licensing can be a valuable strategy if you've developed a new product, but it's important to remember that you will probably only receive a small percentage of sales as royalties, writes Dave Clarke. Still, that may be a more attractive proposition than trying to go it alone. "You can grow old and weary trying to convince a major retailer like Wal-Mart they need what you have," Clarke writes.

Product developers will eventually have to decide whether to release what they have or continue tweaking, writes Heather McKelvey of GoGrid. "That means it’s time to revisit the original set of product requirements -- the ones you and your team agreed needed to be implemented to ship the product," she writes. Even if you haven't finished adding features, you may find that your product in its current form can still deliver value to customers.

Charging too much or too little for your product or service can cause problems, Case Western Reserve University professor Scott Shane writes. The key to charging the right amount is to figure out how sensitive your customers are to price. You might be able to raise your prices if customers need your product and there aren't many alternatives on the market, he notes.

Vacuum cleaner designer James Dyson says he did some of his best work after staking his house as collateral for a $900,000 business-development loan. It takes a visceral, emotional energy and commitment to develop and market new products successfully, he explains. "All those years that my house was in hock to the bank ... I liked the danger, the idea that everything depended on getting that next product right in every way," he says.